Introduction

Generally, human resource management is a field that deals with humans and the services they can provide for any industry or a given economic sector. (McNamara, 2006) further describes the field as one that deals with labor provision and assessment of the best which is usually maintained while the unproductive is eliminated and replaced. Many researchers have agreed with this perspective and concept of the discipline. However, the question of which is the best technique/strategy to carry out he management of the human resources has been subject to endless debate over the years. This is basically because different professionals formulate distinct methods n how to control their human resource. This paper therefore intends to explore some of the strategies of management of human resources that can be applied in different fields.

It is worth noting that the process of management of human resource is an activity rather than a profession. However, in well to do organizations, professionals can be hired to carry out the process as opposed to small firms which have to do it themselves (McNamara, 2006). It is evident that the personnel department has undergone some tremendous changes which have led to the current situation where it is given equally much attention. It has transitioned from the simplicity of working with papers, hiring and firing to detailed attention on the employees according to the specifications of the market and industry being dealt with (McNamara, 2006).

According to Bayo-Moriones, and Merino-Diaz, (2002), “…companies have begun to implement a series of human resource management (HRM) practices that are referred to in the literature as high-performance or high-commitment.” This is due to the intense competition in the market today where all sectors strive to be the best in what they do. As a result, we see much more involvement of the laborers/service providers in decision making and important factors of organizations. Business analysts have also discovered the intense training that companies have devised for their employees as a way of maintaining them and having them provide better services. There is empirical evidence of the positivity that this has achieved the organizations especially in the operational performance.

There has been an arising need to understand the value of human labor in many organizations today. The International Federation of Red Cross, (2009), stated in its research that, “Developing and implementing a soundly based strategy for human resource management is a specific area for improvement in the Federation of the Future’s section outlining the Framework for Action.” We come to a realization that is proven beyond reasonable doubt that the human workforce is the most valuable asset in an organization due to its ability to think and make decisions in times of crisis, depending on the skills possessed. Thus, one of the common human resource management strategies devised include the identification and nurturing of talent of individual personnel to achieve the maximum possible from each of them. Besides furthering their education, seminars and workshops are also held for them.

Conclusion

Undoubtedly, there is an inevitable need to formulate strategies of management of human resources. As discussed above, this happens to be the most basic need/asset that any organization can possess whether capital or labor intensive. This is because even a capital intensive sector requires the brains of humans t control them. Due to the increasing competition in organizations, they compete for the best resources as well. Thus, there is need to do all it takes to maintain the best staff and where need be, eliminate the poor performers. The attempt to enhance the skills of the workers is also clear where the management need to be in control. Therefore, there is an undisputable fact that where the human resource is well established and managed, there is assurance of success.

References:

Bayo-Moriones, A., & Merino-Diaz, J. (2002). Human Resource Management, Strategy And Operational Performance In The Spanish Manufacturing Industry. Management, 5(3). Pp 175-199. Retrieved From Http://Www.Management-Aims.Com/Papersmgmt/53Bayo.Pdf

Bohlander, W., & Scott, S. (2010). Managing human resources. Mason, OH: South-Western Cengage Learning.

International Federation of Red Cross, & Red Cresent Societies. (2009). Human Resource Management Strategy. Plan 2009-2010. Retrieved form http://www.ifrc.org/docs/appeals/annual09/MAA0003409p.pdf

McNamara, C. (2006). Human Resource Management (And Talent Management). Free Management Library. Retrieved From Http://Managementhelp.Org/Hr_Mgmnt/Hr_Mgmnt.Html